Stephen R. Covey, in his book “The 7 Habits of Highly Effective People”, said that people who focus their lives around solid principles are more likely to achieve personal and interpersonal growth and, simply, be happier.
However, if the principles are the territory, the values represent the map with which to move through that territory. The principles are external and objective, they are the natural laws that determine the consequences of our actions, while the values are internal and subjective, serving as a guide for our behavior.
Did you know that WIT is an acronym for Women In Technology? Why are there still so few women in the IT sector? Why don’t women want to study computer science? What can we do to break the digital gender gap? Let’s begin.
The enormous development that the technology associated with Artificial Intelligence (AI) is experiencing is giving rise in recent times to new tools and spectacular applications.
One of the areas where advances have been most notable is the recognition of images, in part thanks to the development of new Deep Learning techniques. Nowadays we have at our fingertips more accurate systems than humans themselves in the tasks of classification and detection in images.
After attending a Scrum workshop and coming up with a thousand ideas in my head, I tried to think through on how to improve things within my team. After hearing about multifunctional teams, I was shaping the idea of seeing how to fit everything learned into the needs of a maintenance team.
In a multifunctional development team, speed and productivity are triggered because as they do not depend so much on other people to do the job, ask for information, resources or requests from different people, it saves a lot of time in the process.
Let’s see what advantages a multifunctional team has over one that isn’t.
There is often an open debate regarding the role of the Product Owner in IT sector teams. This debate sometimes comes up when the Product Owner does not comply with what is expected of them.
In terms of Scrum, the role of Product Owner has clearly identified functions and their correct performance is vital to the success of the Product.
However, when the Product Owner’r role comes from the customer, sometimes we find it very difficult to get them to meet expectations.
What do we do in these cases? Would it be more suitable if the Product Owner was someone from our company?
Daily Meeting? Standup Meeting? Daily Standup? These are typical names that we find when talking about the Daily Scrum. What if I tell you that none of them is correct?
Although the Daily Scrum is the simplest Scrum event, it is where we make the most mistakes. And if we are wrong when naming this meeting, how can web e sure we are not mistaken when doing it? Let’s make the Daily Scrum productive! But how?
To help companies in their digital transformation, in Paradigma we normally use the DTMA framework, which is based on our own development tool and helps us in the process at three levels: measuring the level of digital maturity of a company, designing an execution plan with a practical approach and then monitoring the progress of the transformation process once the execution has started.
However, a company that benefits from the incredible benefits of digital transformation requires certain commitments on its part that are sometimes complicated to obtain, especially in larger, more traditional companies. It requires, on the one hand, mediating and support on the part of the direction of the company. It also requires the involvement of all departments of the company so that the transformation truly sticks in the day to day.
For different reasons, not all companies meet these two essential requirements to start the DTMA.
In these scenarios we use a lighter framework, Digital FastTrack, which allows us to approach the transformation from a more tactical point of view, focused on identifying digital use cases that allow us to take full advantage of the continuous technological advances and new trends applied to a particular vertical and business.
It is a different approach based on obtaining small quick-wins at first that give us facts with which to convince the whole organization.
The fact that the environment in which we find ourselves is constantly changing is something we have already internalized, so if we want to be competitive and maintain (or improve) our position in the market, we have to speed up how we do things.
This doesn’t mean we should carry out our tasks in a rush, nor does it serve as an excuse for not stopping to reflect and define a strategy. On the contrary, confronting the market with a strategy and a plan which is adaptable to any evolution is essential, because this ever changing environment doesn’t give second chances.
What has to be rethought is the way we were doing things, discarding traditional models, not spending time writing an extensive and detailed Business Plan and looking for a collaborative and efficient working methodology.
One of the tools that allows you to make a more efficient approach for the strategy of a digital product are the “canvas“.
Scrum is a framework that many companies are increasingly incorporating more frequently in their work projects with the aim of improving team motivation, the relationship with the customer and product quality from the planning stages to the end. It is a good bet for companies that believe in agile methodologies and in the advantages they have on productivity.
One of the bases of Scrum is empiricism, which is based on three pillars: inspection, adaptation and transparency. Scrum uses these three pillars as a basis to function.
Inspection and adaptation always work in tandem in Scrum. There are many times when the team (or part of it) inspects part of the work and adapts it accordingly.
For example, during the Daily Scrum, the Development Team inspects the Sprint Backlog and adapts it the next day to reach the goal of Sprint.
Another example occurs during the Sprint Review, where the Scrum team inspects together with different stakeholders the state of the product that is being developed ahead of adapting the next Sprint.
Inspection and adaptation is something that many teams use and that works for them. Today we are going to talk about the third part of the equation: transparency.
Do you know what a CASB is and what it is for? And an IGA? Well, in the current situation, where cloud services are changing from a necessity to an obligation, you are going to start hearing about them everywhere. In today’s post, we are going to see what each of these tools consists of.